Cultural contrasts, social codes and unwritten rules

From the profile picture on your CV to lunch hours, Ulugbek Bekmukhamedov, a data analyst originally from Uzbekistan, who moved to Denmark with a Bachelors and Masters under his belt, has noticed quite a few cultural and social differences since starting work in Denmark.

Funnily enough, Danish lunch culture was one of the biggest adjustments Ulugbek had to make.

"The lunch is too early," he says. 

"11:30 seems to be an average lunch time in Danish companies. I’m used to having lunch at 13:00 in Uzbekistan. I have seen workplaces where they start eating at 10:30. It’s crazy."

He also noticed that it’s unwise to book in meetings too late in the afternoon, because the Danish emphasis on life-work balance means employees can often start leaving from around 3pm.

"I realised quickly that booking meetings after 3pm - especially on Fridays - will not make you a popular person."

Social differences

Danish workplaces are often described as informal and friendly. In many ways, that is true. The use of first names is standard. Managers may sit with everyone else. People may expect you to take responsibility without much ceremony or handholding. Compared with more formal working cultures, this can feel refreshing.

Informality, however, is not the same as simplicity. In fact, it can be confusing because a lot is left unsaid. If no one explains the unwritten rules, new international employees may have to guess their way through lunch culture, meeting behaviour, humour, feedback and the quiet expectations around independence.

The balance between openness and privacy can also be a bit of a culture shock. Danish colleagues are helpful, polite and easy to work with, but that does not always mean friendships develop quickly. For someone new to the country, this can feel like a contradiction. 

"I realised that Danes keep their private and work life separate," says Ulugbek.

"They don't hang out outside work, unless it's a team-building activity or company event. They do put significant effort into these activities, as well as Friday bars and regular social events, and this is when they get more loose and I discover their fun, more personal side." 

Adjust to be seen

Ulugbek also noticed that the cultural contrast can present itself before landing that first job. A CV that worked in one country may not work in another and, as a foreign candidate, you may well have to reframe your competencies. But that does not mean making yourself smaller. It means helping employers see what you can actually do and why it matters.

Ulugbek was particularly struck by the many little differences that others might take for granted: 

"Profile pictures on Uzbek CVs are overly formal and too serious: tie, suit, no smile. Danish profile pictures were all business casual, no tie, smile. I think it's important to know, especially for immigrants with long and scary names like mine. They want to see who the person is behind this."

Find your voice

Another adjustment in the Danish workplace is speaking up. With a work culture proud of its flat hierarchy, you are expected to contribute, question and share your view. It’s an approach about which Ulugbek admits he is still conflicted. 

"Decisions might take longer. On one side, it's a flat hierarchy with little bureaucracy. On the other hand, it's a consensus-based society: everyone must be taken into account when making decisions. Everyone must be heard. Countless meetings to decide both large and small things."

Fortunately, Danish culture carries a simple practical truth: when you’re new, you don’t have to work everything out alone. Community matters. Networks, peer groups, mentoring, coffee meetings and honest conversations with people who have already made the transition can make your Danish working life less opaque. Danes respect and value transparency, and this is none more true than when it comes to recruiting:

"In my experience, Danish employers want to hire someone who fits their team well. Someone who they will be comfortable around. They take hiring new people seriously," concludes Ulugbek.